When people hear the word, ‘consent,’ they most often think of intimate relationship dynamics. An image of a college orientation talks or even legal guidelines to prevent harassment may be the first thing that comes to mind. But consent is so much more than that- it is the foundation for all equitable communication.
As leaders in our workplaces, there are several ways to notice and adjust our approach when thinking about consent in a corporate environment. Here are two examples I like to use to illustrate where consent often is an issue at work:
- A supervisor says to a direct report that they have a new project they need someone to take on and asks if they would be willing to do it. That is all the context that is given in the moment, but the employee immediately responds with a yes. They have no idea what the context of this project would include, the time commitment it would elicit, nor the responsibilities but they fear not looking like a team player, getting passed over for opportunities in the future or facing constant passive aggression from the supervisor because of their reluctance or need for clarification.
- Let’s say the employee does get all of the information and is assured there is no pressure tied to their agreement. Their yes is informed and freely given, two of the foundational tenants of consent, but then things change. Their child is sick, they are going through a divorce, or there is a loss in the family. Now what they did have the time and energy for has changed because of these external factors. Consent means that they can always go back and say that what they had said yes to is now a no. But they fear doing so for all of the realistic reasons stated before.
Bringing Consent into Workplace Communication
For consent to take place in interpersonal communication, it must be enthusiastic, freely given, under clear understanding, and ongoing.
A couple of ways to incorporate affirmative consent at work include:
1. Check for enthusiasm and a clear mind. Someone agreeing to something but are showing hesitation or saying so while being distracted is a vital time to check to see if they really want to do it or are feeling pressure/overwhelmed. If you feel that their yes was burdened but fears that remain unspoken check in to confirm with them later and ask if there are areas they would like to discuss in more detail before moving forward.
2. Understand power imbalances and token compliance. As a supervisor or social superior (mentors, contract holders v. contractors, clients who need our help), our ask is often met with token compliance or a yes that is rooted in fearing negative consequences, e.g., will they fire me/end the contract/not represent me. Remember this and give the person in the lesser position of power time to ask lots of questions, explore alternatives, and think over what has been requested.
3. Consent has to be ongoing. Just because I agree to something at one point does not mean that the circumstance I said yes under won’t change. I need to feel free to go back and adjust as necessary. If something you are asking would be legally binding, make sure to be super upfront with what that could look like and answer any what-if questions you can.
4. Explain the potential pros and cons. A yes that is stated under unclear assumptions is not a true yes. Do not be afraid to go into depth over the potential downsides and be transparent about them. Talk about the benefits as well as make sure they are in equal measure.
The Bottom Line
Consent will never make it into our bedrooms if it’s not in our boardrooms. Consent culture requires all of us to reimagine the ways that we connect with one another, verbally and non-verbally. As we weave consent into our workplace culture, we can see transformational growth as the building blocks of respect, trust, and honesty are solidified into the fabric of who we are as professionals and organizations.
Dr. Laura McGuire is a Guest Contributor at HR Daily Advisor.
The post 4 Ways to Bring Consent into the Workplace appeared first on HR Daily Advisor.